organizational behavior ppt @ bec doms baglkot

ORGANIZATIONAL BEHAVIOR

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AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:1. Define organizational behavior (OB).

2. Describe what managers do.

3. List the major challenges and opportunities for managers to use OB concepts.

4. Identify the contributions made by major behavioral science disciplines to OB.

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AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:6. Describe why managers require a knowledge

of OB.

7. Explain the need for a contingency approach to the study of OB.

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What Managers Do

Managerial Activities

• Make decisions

• Allocate resources

• Direct activities of others to attain goals

Managerial Activities

• Make decisions

• Allocate resources

• Direct activities of others to attain goals

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Where Managers Work

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The Management Process

ResourcesHuman

Financial

Physical

Informational

Goal

Achievements

Management Functions

Planning Organizing Directing Controlling

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Management Functions

ManagementFunctions

ManagementFunctions

PlanningPlanning OrganizingOrganizing

LeadingLeadingControllingControlling

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Management Functions (cont’d)

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Continuous

Improvement

Continuous

Improvement

Total Quality

Management

Total Quality

Management

New ManagerialFunctions

New ManagerialFunctions

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Mintzberg’s Managerial Roles

1. Interpersonal

2. Informational

3. Decisional

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Mintzberg’s Managerial Roles

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Mintzberg’s Managerial Roles (cont’d)

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Mintzberg’s Managerial Roles (cont’d)

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Management Skills

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New Managerial Skills

Delegation and Empowerment

ManagingDiversity

ManagingChange

ManagingOne’s Career

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Effective Versus Successful Managerial Activities (Luthans)

1. Traditional management• Decision making, planning, and controlling

2. Communications• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing, politicking, and interacting with others

1. Traditional management• Decision making, planning, and controlling

2. Communications• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing, politicking, and interacting with others

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Allocation of Activities by Time

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Organizational Behavior

How Organizations

Use HumanResources to

Achieve Goals

How

People

Behave in

Organizations

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What is Organizational Behavior?Organizational Behavior (OB) is the study:

1. of human behavior in organizational settings;2. of the interface between human behavior and the

organization; 3. of the organization itself.

All these three areas are necessary for a comprehensive understanding

or organizational behavior.

We can study individual behavior without explicitly considering the

organization. But the organization influences and is influenced

by the individual, we cannot fully understand the individual’s behavior

without learning something about the organization.

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What is Organizational Behavior? Contd.,

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An Open Systems View of Organizations and OB

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Chapter 1 Introduction to Organizational Behavior

Organizations (Illustrate with examples)– Internal environment– External environment

What is OB?

Link organizations and OB

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Insert Figure 1.1 here

Figure 1.1 What is Organizational Behavior?

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Figure 1.2 Levels of Analysis

Group Level

Individual Level

Organizational Level

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Figure 1.3 Components of Organizational Behavior

Understanding organizational behavior

requires studying

Individuals in Organizations

Group and Team Processes

Organizational Processes

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Organizational Behaviour

. . . a field of study that investigates how individuals, groups and structure affect and are affected by behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

Why Do We Study OB?

To learn about yourself and others To understand how the many organizations you

encounter work. To become familiar with team work To help you think about the people issues faced by

managers and entrepreneurs

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What is an Organization?

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals

.

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What is an Organization?

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals

.

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How Companies are Changing

“Cool” Companies Believe casual days are progressive Believe titles are obsolete Don't impose on employees'

personal time Allow staff to come and go as they

please Offer all employees stock options Let employees make decisions that

affect their work Offer assistance with childcare Have minimal bureaucracy (red

tape)

“Old” Companies Think casual Fridays are pitiful Charge employees for perks and

incentives Hold events on employee time Have flex time: but only between

7:30 a.m. and 6:30 p.m. Hide financial results from their

employees Encourage employee input -- but

rarely act on it Employ rigid hierarchies (chain of

command) Stop at “open door” policies

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Exhibit 1-1 Challenges Facing the Workplace

Workplace

Organizational Level

• Productivity• Developing effective employees• Global competition• Managing in the global village

Group Level

• Working with others• Workforce diversity

Individual Level

• Job satisfaction• Empowerment• Behaving ethically

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Exhibit 1-4The Layers of OB

The Organization

NegotiationConflictCommunicationGroups and teams

Power and politics

The Group

EmotionsValues and attitudesPerceptionPersonality

Motivating self and others

The Individual

ChangeOrganizational cultureDecision makingLeadership

Groups and teams

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Exhibit 1-3 Toward an OB Discipline

Social psychology

Psychology

Behavioural science

Contribution Unit ofanalysis

Output

Anthropology

Sociology

Political science

Study ofOrganizational

Behaviour

Organizationsystem

LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress

Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour

Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture

ConflictIntraorganizational politicsPower

Organizational cultureOrganizational environment

Behavioural changeAttitude changeCommunicationGroup processesGroup decision making

Group

Comparative valuesComparative attitudesCross-cultural analysis

Individual

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Bottom Line: OB Is For Everyone

Organizational behaviour is not just for managers. OB applies equally well to all situations in which

you interact with others: on the basketball court, at the grocery store, in school, or in church.

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Summary and Implications

OB is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization.

OB focuses on improving productivity, reducing absenteeism and turnover, and increasing employee job satisfaction and organizational commitment.

OB uses systematic study to improve predictions of behaviour.

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The Three Levels ofOrganizational Behavior

The Three Levels ofOrganizational Behavior

OrganizationalProcesses

OrganizationalProcesses

TheIndividual

TheIndividual

GroupProcesses

GroupProcesses

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Contributing Disciplines to the OB Field

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Contributing Disciplines to the OB Field (cont’d)

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FUNDAMENTAL CONCEPTS

Key

forces

affecting

organizational

behavior

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Individual Differences and Work Behavior

Direct effect on behavior, people…

• Perceive things differently behave differently • Different attitudes respond differently to

directives • Different personalities interact differently with

bosses, coworkers, subordinates, and customers

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Individual differences help explain:

• Why some people embrace change and others are fearful

• Why some employees will be productive unsupervised and others only if they are closely supervised

• Why some workers learn new tasks more effectively than others

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Attraction-Selection-Attrition (ASA) Cycle

Different people are attracted to different careers and organizations as a function of their own: abilities, interests, personalities

Employees are selected based on needs: skills and abilities and individual attributes such as values and personality

Attrition occurs when: individuals discover they do not like being part of the organization and elect to resign, or the organization determines an individual is not succeeding and elects to terminate

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Each phase of the ASA cycle is significantly influenced by the individual differences of each person

Effective managerial practice requires that individual behavior differences be recognized, and when feasible, taken into consideration while carrying out the job of managing organizational behavior.

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INDIVIDUAL DIFFERENCES

Physiological variableAgeSex

Physical featureSocio psychological variable

PersonalityPerceptionLearningAttitude

EQmotivation

Situational variableOrgn variableOrg structureOrg processesOrg culture

Job variablesNature of job

Work environment

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Challenges and Opportunity for OB

Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service

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Challenges and Opportunity for OB (cont’d)

Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life

Conflicts Improving Ethical Behavior

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The Setting For Organizational Behavior

Management practices and organization design are major contributors to employee attitudes, motivation, and behaviors.

Management

Organization

Employee Attitudes,

Motivation & Behavior

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Societal Needs

give rise to .

Organizations

The Origin of Organizations

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The Origin of Different Types of Organizations

DifferentSocietal Needs

give rise to .

OrganizationalDifferentiation

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Organizational ChartA schematic drawing that depicts hierarchical relationships (chain of command) among all positions in the organization.

Nonmanager

NonmanagersManagers

Key

Nonmanager Nonmanager Nonmanager Nonmanager Nonmanager Nonmanager Nonmanager

Manager

Director Director Director Director Director Director

Manager

Vice President Vice President Vice President

President

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Organization Defined

“Machine” Approach A technical or mechanical system that transforms

inputs into the goods and services required to serve a societal need.

Social System Approach A system characterized by relatively enduring

interaction patterns that link people and people asthey pursue organizational goals.

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The Machine View of Organization

Imported Resources The Work Organization Exported Goods and Services

Input System Throughput System Output System

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Strategic Choices

External

Environment

Strategic Choices

Management

Practices

Organization

Design

Employee Attitudes,

Motivation & Behavior

Management

Philosophy

Organizational Goals

(“reason for being”)

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Challenges forToday’s Organizations

Rapid Paceof Change

MultipleStakeholders

Globalization and Culture

High Quality and Low Cost

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The Response of Organizations

Globalization and Cultural Issues

Rapid Paceof Change

Demand for Qualityand Low Cost


Going Global andPromoting Diversity

Restructuring

Entrepreneurship andIntrapreneurship

High-Technology

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The Response of Managers

Globalization and Cultural Issues

Rapid Paceof Change

Demand for Qualityand Low Cost


Work With Othersand Manage Diversity

Identify and HarnessOpportunities

Be Flexible, Learn Fast,and Think Creatively

Adopt a Broad, Big-Picture View

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Basic OB Model, Stage I

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The Dependent Variables

x

y

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The Dependent Variables (cont’d)

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68


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The Independent Variables

IndependentVariables

IndependentVariables

Individual-Level Variables

Individual-Level Variables

OrganizationSystem-Level

Variables

OrganizationSystem-Level

Variables

Group-LevelVariables

Group-LevelVariables

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